پديد آورندگان :
عبدالله زاده رافي، حسين دانشگاه فردوسي، مشهد، ايران , رحيم نيا، فريبرز دانشگاه فردوسي، مشهد، ايران , خوراكيان، عليرضا دانشگاه فردوسي، مشهد، ايران
كليدواژه :
الگوي ذهني , آمادگي براي تغيير , روش كيو , كارشناسان , شهرداري مشهد
چكيده فارسي :
در عصر حاضر، تنها عامل ثابت در محيط سازمانها تغيير است. به عبارت بهتر سازمان ها همواره در حال تغيير و تحول هستند، به شناخت الگوي ذهني و ايجاد آمادگي لازم براي پذيرفتن تغيير در آن‌ها، نقش بسيار مهمي در موفقيت اجراي استراتژي تغيير محسوب ميشوند؛ بنابراين هدف از انجام پژوهش حاضر كشف الگوي ذهني كارشناسان شهرداري مشهد نسبت به آمادگي براي تغييرات سازماني است كه يك تحقيق كاربردي و به لحاظ روش، توصيفي-اكتشافياست. در اين پژوهش به منظور شناسايي الگوهاي ذهني از روش كيو استفاده شده است. در اين راستا به منظور طراحي فضاي گفتمان ابتدا ادبيات موضوع بررسي و در ادامه مصاحبه هاي تكميلي با 30 كارشناس مشاركت كننده صورت گرفت و درنهايت تعداد 64 عبارت به‌عنوان فضاي گفتمان اين پژوهش گردآوري شد و با توجه به نحوه ارزش‌گذاري‌ها كارت هاي كيو توسط افراد نمونه، دسته بندي شده‌اند. با استفاده از شيوه محاسبه امتيازهاي عاملي كارت ها (عبارات كيو) و آرايه هاي عاملي قابل تفسير، به شناسايي 11 عامل يا الگوي ذهني در جامعه نمونه منتهي شد كه پس از تفسير و تحليل درنهايت "الگوي ذهني ارزيابي‌كنندگان" به‌عنوان الگوي ذهني غالب در خصوص آمادگي براي تغيير در بين كارشناسان مجموعه شهرداري مشهد شناخته شد.
چكيده لاتين :
1- INTRODUCTION
Today, change is an important factor for organizations’ survival, and as the main factor for the success of organizational change, managers and experts must be able to implement change programs. It seems that change management skills including understanding, planning, implementing, and stabilizing change can affect attitudes toward change. Thus, employees' attitudes and mental patterns have been always considered as a fundamental factor in the literature on change readiness. As big organizations, municipalities have a large number of managers, employees, and clients and provide a variety of services. Therefore, it is necessary to review and correct their employees’ mental patterns. Accordingly, this study is aimed to recognize and compare the mental patterns of employees of Mashhad Municipality towards readiness for change from the managers' and experts' points of view.
2- THEORETICAL FRAMEWORK
The concept of the mental model is not something that has recently been discovered but can be attributed to Kenneth Crick (1943). A person’s mental model is a framework of images and attitudes that limits their field of thought and action. Some scientists consider mental models as the cornerstone of knowledge building, including the main cognitive processes of change and learning. According to Levin (1947), change is to move from a steady-state to a new better state, through a pre-made plan or a set of predicted actions and steps. Many researchers have defined various dimensions of readiness for change. In this regard, Weiss (2002) suggests cognitive and emotional components for general judgments or the same attitude. On this basis, the current research considered these two dimensions as fundamental for studying the employees’ mental patterns.
3- METHODOLOGY
The current research is a practical study in terms of purpose; it is a descriptive study in terms of method; and in terms of approach, it is a mixed-methods study of having inductive-deductive reasoning. The strategy of the current study is the Q technique.
4- DISCUSSION & RESULTS
The seven steps of the Q method were performed and reached the following results. The prevailing mental pattern of "capacity building" of managers was interpreted i.e., both the individual and the organization must have the capacity to implement changes. The most important mental model is that the effectiveness of change is a function of cognitive evaluation of organization members from four determinants of executive capacity, including individual capacities, perception of resources, situational factors, and supportive structures.
5- CONCLUSION
Research findings indicated that the mindset of managers and experts is mainly cognitive and composed of 11 dominant mental patterns. By comparing several similar mental patterns between managers and experts, we can talk about the supportive mental model of managers and the mental model of supportive experts, the committed mental model of managers and the mental model of committed experts, the confident mental model of managers, and the confident mental model of experts. There is a common mentality between these two groups of human resources of Mashhad Municipality. Also, the two mental patterns of followers and expert liaisons show the high importance of social relationships and processes in the process of change and the high influence of others’ behavior and decision when facing the change.
